THE LEGAL WORKPLACE 2020 - Workplace Insight
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03 WHITE PAPER THE LEGAL WORKPLACE 2020
ISSUE 03/2
In 2013, Bates Smart published our first White Paper –
The Legal Workplace. The data in this paper predicted
changes to the legal workplace over the next four years
- all of which have proven accurate.
In this paper, we update our key findings and look to the
next four years.
Lawyers are leaving their offices
INCREASINGLY, LAWYERS OF ALL LEVELS ARE LEAVING THEIR
OFFICES AND EMBRACING AN OPEN, COLLABORATIVE AND
KEY FINDING 1
FLEXIBLE WORKPLACE.
2013 2 02 0
50% 10%
75% 35%
Open plan 2007 2016
Office
In 2007, 75% of legal staff were in offices. By 2016, this has reduced again with only
By 2013, this had decreased to 50%. 35% of legal staff remaining in offices.
We forecast that by 2020, only 10% of legal
staff will occupy offices.
Lawyers are sharing space
LAWYERS ARE SHARING SPACE MORE THAN EVER, BUT NOT IN THE
SAME WAY AS OTHER INDUSTRIES.
THE LEGAL WORKPLACE REMAINS A PLACE FOR FOCUSED WORK, AND
KEY FINDING 2
COLLABORATION OCCURS ELSEWHERE, OFTEN IN MEETING ROOMS.
2013 2 02 0
29% 34%
Business wide collaboration 22% 31%
spaces (as a % of total area) 2007 2016
In 2007, only 22% of the legal fitout was Between 2013 and 2016 this has increased by only 2%
dedicated to business wide collaboration. and we forecast that by 2020 this will reach 34%.
By 2013, this grew to 29% of the total area. Evidence suggests that how this space is used will change.
Staff will require less local meeting rooms and more
informal collaboration spaces as they acclimatise to new
spaces.
ISSUE 03/3
A new model has emerged
IN THE NEW LEGAL WORKPLACE MODEL, TEAMS ARE MORE
FLEXIBLE AND MOBILE. TRADITIONAL SILOS ARE BREAKING DOWN.
THIS WORKPLACE HAS A HIGHER DENSITY, ENABLING FASTER
KEY FINDING 3
KNOWLEDGE SHARING IN A MORE COLLEGIATE ENVIRONMENT.
2007 2016 2020
24 sqm pp 16 sqm pp 10-12 sqm pp
We forecast that by 2020, some legal workplaces will start to approach 12 sqm per person. While some
firms will experiment with denser layouts up to 10 sqm per person, their teams may find this challenging.
The hospitality revolution is here
LAW FIRMS ARE DEVELOPING CLOSER TIES BETWEEN THEIR STAFF
AND CLIENTS, CREATING A MORE PERSONAL EXPERIENCE.
THE RESULT IS AN INCREASE IN HOSPITALITY SPACES FOR BOTH
KEY FINDING 4
CLIENTS AND STAFF.
Area of client meeting and
hospitality spaces 14% 15%
Staff and client shared spaces 6%
21% 30%
OF 14% OF 15%
In 2013 legal fitouts By 2016 this area has more than A small increase to 15% by 2020
dedicated 6% of their doubled to 14%. The growth in this would align the hospitality provisions
total area to clients. space is mostly dedicated to client with the technology sector.
None of this space was hospitality. Our data predicts a shift towards space
shared with staff. Of the total client area, 21% is sharing with 30% of the area shared
hospitality facilities shared with the staff. between staff and clients.
Source: Bates Smart Legal Workplace
Database 2016
ISSUE 03/4
LAWYERS ARE LEAVING THEIR OFFICES
KEY FINDING 1
Law firms have been the last of the
professional services industries to embrace
a more flexible work environment, but that
has changed and changed rapidly.
AREA PER PERSON IN LEGAL
FIRMS IS DECREASING
From 2007 to 2016 we have seen
the average area per person drop
from 24 sqm to 16 sqm.
2007 2016
24 sqm pp 16 sqm pp
BUT SOME FIRMS
HAVE GONE EVEN FURTHER
We have seen legal firms rival other
professional services workplaces and
decrease to 12 sqm per person.
If this trend continues, this number
could decrease to 10 sqm per person
by 2020.
2020
10-12 sqm pp
Source: Bates Smart legal workplace database 2016
ISSUE 03/5
16% 13%
33%
35% 29%
100% 33%
CHANGES IN THE LEGAL Offices vs open plan
50%
WORKPLACE
Percentage in offices 58%
Over the last decade there has been a shift
49%
from hierarchical and cellular layouts to 33% 35%
Percentage open plan
more open workplaces with an equal space
allocation. Space allocation by rank
2000 2013 2016
Those that have retained their offices Lawyers
have ensured flexibility is built into their
/ 100% of Lawyers / 50% of Lawyers / 35% of Lawyers
in offices in offices in offices
workplace. Offices can convert to quiet rooms Senior Associates / Space allocation / Equal space / Where offices
to allow firms to adapt to new ways of working according to rank allocation are provided,
over the lifespan of the fitout. Partners this is often for
Partners only
Source: Bates Smart Legal Workplace Database 2016
WHY ARE THEY CHANGING?
Increasingly law firms are creating a more In addition, law firms work hard to attract
functional and flexible work environment. and retain highly educated, experienced
This involves reallocating individually owned talent. Young staff want access to
offices (me space) in favour of shared senior staff and their experience, valuing
spaces (our space). There are three main interaction rather than eight hours of isolated
drivers for this change. work – cellular office environments support
neither of these demands.
Double threat
Law firms are facing a double threat – an The workspace as a business tool
uncertain global economy coupled with Real estate is the highest cost to a law
unprecedented competition. firm after salaries. Law firms have become
increasingly aware that a significant
The global firms have moved in and are here percentage of their workspace is under-
to stay, capitalising upon the relatively stable utilised and therefore overpriced.
and strong Australian market and using it as
a ‘springboard’ to our Asian neighbours. The drive is for the tenancy to work harder,
increasing the utilisation of all of the spaces,
An increase in competition has led to more including individual work areas.
fixed fee structures for legal work. Lawyers
are looking to collaborative work methods to In addition, the legal workplace needs to
deliver efficiencies and believe an open plan remain flexible to support change. The firm
environment can better support this work. needs the ability to change configurations
without construction costs every time a
Knowledge sharing / social factors team expands or contracts.
The primary resource of a legal office is
the combined knowledge and experience
of its staff. Firms are looking to access this
‘human database’ rather than allow siloing
to continue.
PICTURED
Corrs Chambers Westgarth, Brisbane,
informal breakout
ISSUE 03/6
LAWYERS ARE LEAVING THEIR OFFICES
KEY FINDING 1
‘Young talent is not interested in practicing
law in the old way. Ask some 25-year-old
law graduates how many of them enjoy
sitting locked in a small office doing data
reviews …"it’s a waste of money, brains
and talent.’
Source: Michael Roche, Former Lawyer and Head of UK management consulting firm Kerma Partners, speaking
at the 6th Annual Janders Dean Knowledge Management and Innovation Conference.
WHEN PLANNING A
LEGAL WORKPLACE THE
ALLOCATION OF OFFICES
IS THE MAJOR TOPIC OF
DEBATE
‘Having an office
doesn’t necessarily give
you quiet time.’
‘I need to hide from
people if I want to get
work done.’
‘Without my office my
productivity will plummet’
‘I want people who
are measured by
the size of their brains
not their office.’
Source: Quotes from Partners of major Australian
law firms, obtained during briefing process
PICTURED
Allens, Brisbane,
reception and client waiting area
ISSUE 03/7
70%
IN 2013, WE FOUND THAT 62%
THE MORE SPACE YOU OWN, 55%
THE LESS TIME YOU SPEND THERE
The amount of the workspace ‘owned’ by 45%
individuals charted against the amount of 42%
time spent at the desk. 35%
32%
BY 2016, THIS HAS CHANGED
As firms seek a more flexible model where 22% 22% 22%
workspace is interchangeable between 14%
different levels of staff, space for Partners 12%
and Senior Associates has decreased.
2013 - % of workspace
allocated per person 2013 2016 2013 2016 2013 2016 2013 2016
2016 - % of workspace Partners Senior Associates Lawyers Support Staff
allocated per person
Constant - % of work time
/ Partners and Senior Associates spend between / Lawyers and Support Staff spend between
spent at desk
45% and 55% of time at their desk. 62% and 70% of time at their desk.
/ From 2013 to 2016, we have seen their space / From 2013 to 2016, their space allocation has
allocation decrease in line with utilisation of space. increased to reflect their additional usage and
ensure greater future flexibility to the firm.
Source: Bates Smart Legal Workplace Database 2016
IN ADDITION TO CULTURAL CHANGE THERE IS A DESIRE TO GET
MORE OUT OF THE WORKPLACE AS A BUSINESS TOOL
Legal firms are looking to get more use out of their office space rather than
having large offices sitting empty for over half the day. Technology and workplace
innovations are allowing greater flexibility in how and where lawyers work.
1. Lawyers are noticing that the isolation of an
office doesn’t equal an ability to focus. Library
zones and quiet rooms offer a greater ability to
‘getaway’ than staying in your office.
Isolation Focus
2. Legal work is often highly confidential and
the office was a way of securing paper files.
However, the highly confidential banking
sector has developed document management
systems and digital networks that secure data
Confidentiality whilst enabling mobility and open plan work. Security
3. Advances in technology and e-filing mean that
the office is no longer required to store walls of
files. Lawyers are embracing the time saving
and highly mobile attributes of digital record
keeping.
Paper storage e-filing
4. While the corner office is still a sign of
status and hierarchy for some, many high ...
performance CEOs have gone free range,
sharing their experience with their teams. With
increasing rents and pressure on profits not
Knowledge
Hierarchy having an office is a badge of fiscal honour.
sharing
ISSUE 03/8
LAWYERS ARE SHARING SPACE
KEY FINDING 2
Aligned with the reduction in offices
has been an increase in shared spaces.
These spaces, such as breakout and team
meeting areas, are aimed at increasing
collaboration, networking and the breaking
down of knowledge silos.
TRANSFER FROM INDIVIDUAL
TO SHARED SPACE
Since 2007, there has been
an 18% space transfer from
individually owned to shared space.
2007
48% of space was individually owned
with space allocated according to rank
2013
40% of space was individually owned
and all office sizes are equal
2016
30% of space is individually owned and
all workspaces are equal
Source: Bates Smart legal workplace database 2016
ISSUE 03/9
SPACE ALLOCATION
Since 2007 there has been a
dramatic increase in the amount of
space dedicated to collaboration.
In d
ion tio
n In tio
n i vi
at
du
la
la
di
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cu
cu
cu
a ll
v id
Ci r
25% 25%
Ci r
Ci r
25%
yo
ua l
30%
In d i
2007 2013 2016
wne
ly ow
vidually owned
d
40%
ned
48%
S ha
22% 14%
es
re
Sh
29%
ac
31%
Sh
d
pa ed 6%
ar
sp
5% re
s
a
ce sp d t
s sp en
ac nt ace C li
C l i en t
es C li e c e s s
s p a
spa ces
In 2007 individuals ‘owned’ 48% of the floorplate By 2013, we see a shift of 7% from staff spaces In 2016 this allocation of space has almost reversed
versus 27% allocated to shared and client spaces. to shared spaces – only 30% of the floorplate was the 2007 allocation. Only 30% of space is individually
allocated to the individual versus 35% for client and owned and 45% allocated to shared spaces.
shared spaces. This represents a blending of spaces, as staff share
their space with clients and clients share their space
with staff.
Source: Bates Smart Legal Workplace Database 2016
WHY ARE THEY SHARING?
Over 5 years ago our data showed that
employees in top performing companies
spend 14% more time collaborating and
25% more time learning than those in
average companies.
In addition, employees in average perform-
ing companies spent 9% more time in
isolated focused work.
These top performing companies had 5%
greater growth in profit and 4% greater
growth in revenue.
Put simply: sharing pays
The new legal workplace understands this
and is designed as a place for increased
collaboration, knowledge sharing and
innovation. Lawyers are working together
to develop and share their knowledge base
and client experiences.
The ambition for increased collaboration
must not come at the cost of the ability to
focus. This still remains critical for lawyers.
PICTURED
Dibbs Barker, Sydney,
breakout area / client and staff cafe
ISSUE 03/10
LAWYERS ARE SHARING SPACE
KEY FINDING 2
The reduction in the number of offices has
created space for shared facilities: team
meeting areas, large communal cafes,
quiet and focus rooms.
FOCUS AND COLLABORATION
The increase in shared spaces since
2007 has been tailored to the
changing requirements of the legal
workplace.
...
Informal collaboration
80% increase in the provision of
2-4 person meeting spaces
Social spaces
100% increase in the provision of
breakout/social spaces
Focused spaces
500% increase in the provision
of small quiet, focus rooms -
replacing offices
Source: Bates Smart legal workplace database 2016ISSUE 03/11
7%
6% 6%
5%
4%
3%
2% 2% 2%
WHICH SHARED SPACES 1%
ARE INCREASING?
0% 0%
From 2007 to 2013 we saw an increase in
both open collaboration and focused spaces. 2007 2013 2016 2007 2013 2016 2007 2013 2016 2007 2013 2016
By 2016, open collaboration spaces have Open Shared Breakout / Enclosed Enclosed
decreased by almost 50%. Collaboration Social Spaces Collaboration Focus Rooms
Why?
Large open collaboration spaces are OPEN COLLABORATION SPACES - ENCLOSED FOCUSED SPACES -
challenging for lawyers. They are too
FROM 2013 to 2016 FROM 2013 to 2016
disruptive for those in the adjacent / 50% decrease in open collaboration spaces / 15% increase in enclosed collaboration spaces for
team meetings on workfloors
‘quiet’ workspace. / 25% increase in staff shared breakout / social spaces
/ 2.5x increase in 1-2 p focus rooms, in line with the
shift of more lawyers into open plan.
Source: Bates Smart legal workplace database 2016
HOW ARE THEY SHARING?
Since 2007 we have seen a significant
increase in the number of shared enclosed
spaces dedicated to team focus work.
Rooms such as case / war rooms where
teams can embed themselves are key to
supporting lawyers in open plan layouts.
As the cellular model breaks down we have
also seen an emphasis on dedicated quiet
rooms for individual focus work, away from
distractions.
There has also been a change in the type of
open collaboration spaces:
/ Small open collaboration spaces
immediately adjacent to the workspace
remain critical for quick informal
discussions
/ Larger centralised hubs (breakout spaces /
cafes) aim to draw staff together from
different teams in both social and work
modes
/ Open plan layouts give staff an immediate
visual connection across departments
– something that is difficult to achieve in
corridors of offices.
PICTURED
Maddocks Melbourne,
void and interconnecting stair
Following page:
Maddocks Melbourne,
external terraceISSUE 03/14
A NEW MODEL HAS EMERGED
KEY FINDING 3
A new legal workplace model is emerging
where teams are more flexible and mobile
and traditional silos are broken down.
This workplace enables team flexibility
and knowledge sharing in a more
collegiate environment.
AN INTEGRATED WORKPLACE THE CHANGING STRUCTURE OF THE
LEGAL WORKPLACE IS DESIGNED TO
Changes to the legal workplace SUPPORT A NEW LAW FIRM MODEL
accompany changes to the culture
of knowledge sharing.
Traditional Model The challenge in this model is that it only
In 2000 the Traditional Fixed Team was the encourages interaction between teams
dominant legal firm model. located on the same floor. Partners know
/ This model had a clear division of teams who to contact to tap into an existing
within the firm (corporate, taxation etc) knowledge base, but interaction between
and a strong hierarchy within each team others in the firm is minimal. Silos between
(Partner, Senior Associate etc). teams still exist.
TRADITIONAL MODEL / This model was supported by a cellular
environment with limited firm or team The Emerging Model
The fixed team
Siloed structure. This is the traditional legal model. collaboration spaces. The Emerging Model aims to break down
Lawyers are allocated to a team and the remaining silos between all members
those teams work in isolation. of the firm so that every member of staff is
Intermediate Model aware of the function and capacity of, not
Over time, firms have restructured with a only their own teams, but all other teams in
view to increasing knowledge transfer, both the firm.
within teams and between teams. This
saw the emergence of a new model – the How? By opening up the workplace and
Mixed Team. allowing teams to be flexible and mobile,
INTERMEDIATE MODEL creating sightlines between floors and easy
The mixed team This model aims to encourage not only the access via internal stairs, and by creating
Starting to break down the silos. top down transfer of knowledge but to also spaces to temporarily integrate team
This model encourages further interaction between capture the benefits of different teams within members who need to share knowledge and
practice groups but is limited to senior staff. the law firm working together and sharing create a collegiate environment. We know
their learning, experiences and clients. The this as the Integrated Team.
workplace reflected these changes with the
emergence of more shared spaces:
/ A larger client floor with team training areas
and a large boardroom to cater for client
and entire staff functions
EMERGING MODEL / Breakout hubs on each work floor aimed
Integrated teams at bringing staff together
Silos are further broken down.
/ Team war rooms on each level aimed at PICTURED
All levels of staff develop networks
to access expertise within the firm. accommodating both smaller meetings Opposite page:
and high intensity work functions. Sparke Helmore,
staff and client cafeISSUE 03/16
A NEW MODEL HAS EMERGED
KEY FINDING 3
The Integrated Team layout provides
a flexible arrangement of spaces which
satisfy each of the work modes"–"focus,
collaboration, learning and social spaces.
WHAT DOES THIS MODEL LOOK LIKE?
The traditional cellular fitout is replaced by The challenges
open workspace clusters / neighbourhoods For law firms (as with many industries)
with good sightlines. adopting a more open environment poses
three main challenges:
There is a plentiful distribution of open and 1. Ensuring adequate acoustic separation
enclosed collaboration spaces for both 2. Finding privacy and quiet when required
individuals and teams within close reach of 3. Maintaining confidentiality.
work desks.
These challenges are not insurmountable
These spaces are designed to be flexible, and can be solved by intelligent design:
modular ‘built spaces’ which are easily / Generous, customised desks with offset
adjusted to suit the needs of individual design to aid acoustics and privacy
practice areas or departments.
/ A high ratio of quiet rooms as well as larger
enclosed rooms for longer term use by
The benefits teams working together
The benefits of this layout are numerous: / Technology for file storage and digital
/ Efficient use of floor plate security, enabling ease of mobility between
/ A more flexible and mobile work environment spaces.
/ Facilitation and encouragement of
mentoring, skills development and real time Flexibility is Key
knowledge sharing Many law firms are testing whether a more
/ A greater connectivity between staff, within open environment will suit their workstyle
teams and across practice areas and culture. As such, their workspaces are
/ Open communication, creativity and designed with maximum flexibility. Built
innovation and skilled minds working space is designed to be interchangeable - a
together. simple move of a desk can convert space
from an office to a quiet room to a team
room.
This design allows teams to select the way
PICTURED they want to practice from day one and to
Corrs Chambers Westgarth, Melbourne, change or evolve over time.
interconnecting stair with meeting areas
Opposite page:
Dibbs Barker, Sydney,
reception and client waiting areaISSUE 03/18
THE HOSPITALITY REVOLUTION IS HERE
KEY FINDING 4
As law firms look to strengthen client
relationships there is a focus on in-house
entertaining in signature spaces.ISSUE 03/19
14% 15%
5%
FRONT OF HOUSE CLIENT SPACES 21% 30%
HAVE INCREASED SIGNIFICANTLY
OF 14% OF 15%
Since 2007 the configuration of client spaces
has changed dramatically. Previously this was
a series of enclosed rooms isolated from staff.
The new Legal Workplace offers a suite of
In 2007 legal fitouts By 2016 this area has more than A small increase to 15% by 2020
dedicated 5% of their doubled to 14%. The growth in this would align the hospitality provisions
front of house spaces that are often shared total area to clients. space is mostly dedicated to client with the technology sector.
with staff. None of this space was hospitality. Our data predicts a shift towards space
shared with staff. Of the total client area, 21% is sharing with 30% of the area shared
hospitality facilities shared with the staff. between staff and clients.
Source: Bates Smart legal workplace database 2016
In our initial White Paper, we predicted Conversely clients are offered views into
“the hospitality revolution is coming”. Our open plan work areas to display the depth
database now shows it has arrived. of talent.
A RANGE OF EXPERIENCES SHARING KNOWLEDGE
Law firms have always focused on their A resurgence in knowledge ownership has
client's experience and we have seen their resulted in increased demand for large scale
preference vacillate between in-house and seminar and cocktail event spaces.
external dining.
These areas require flexibility so they can be
Over the past four years, the emphasis used throughout the day.
has been on a broader range of in-house
hospitality offerings. Baristas, sky terraces Using operable walls they often adjoin
and fine dining prevails as firms look to a reception and open out for large client
personable and unique experience, akin to cocktail or town hall staff meetings.
that of a five star hotel.
These spaces can also open up further to
MEET OUR TEAM the staff café / breakout space to create
unique large scale entertaining spaces.
Clients are looking to better know the
lawyers with whom they work. They want to FLEXIBILITY
be part of a team whose business is not too
different from their own. In all of these configurations flexibility is
paramount. By combining key areas, law
To this end, firms are blurring traditional firms are both increasing their capacity for
boundaries between staff and client areas. entertaining and increasing their space
Staff are being invited to share some of the utilisation.
client hospitality spaces, signalling to them
their value to the firm. They are dedicating more space to client
areas, but making it work harder.
PICTURED
Corrs Chambers Westgarth, Melbourne,
reception and client waiting area
Following page:
Corrs Chambers Westgarth, Melbourne, staff and client cafe
Ending page:
Corrs Chambers Westgarth, Perth, meeting roomISSUE 03/22
LOOKING EVEN FURTHER AHEAD TO 2030 ...
Legal markets are undergoing disruption with new models
of service emerging. There is pressure to decrease margins,
increase productivity and improve client service standards.
What does this mean for the workplace?
LAW FIRMS CAN LEARN FROM TECH DISRUPTORS
While 'robo-lawyers' remain in the distant future many time consuming and routine
legal tasks are already being automated.
To understand the impact of technology on the legal workplace, we look to other
professions where technology has already had an impact.
THE FIN-TECH WORKPLACE Fin-Tech achieves this level of workplace 3. Space utilisation - If law firms commit
flexibility with three key initiatives: today to a lease, they need to build in the
In the last five years advances in flexibility to grow or contract in the future.
technology has revolutionised the 1. Agile Spaces - Technology workplaces
financial workplace, coining the term ensure business agility with the ability to Flexible desking arrangements can allow a
fin-tech. contract and expand their teams in different business to increase capacity by up to 20%
departments at the same time. For this to just by adding chairs and monitors, and
Fin-tech companies are now in a war occur they need to minimise specialised decreasing personal space.
for talent, trying to hire programmers spaces, but support unique requirements.
away from tech firms. Their workplaces This will require a high ratio of support
often look more like start ups as they This is achieved with reconfigurable spaces. spaces to offset the increase in density.
huddle in stand up meetings and work For example, an office can change to a
in close knit teams. meeting room in under an hour. This allows Also, key infrastructure such as reception or
different teams to occupy the same kit of comms rooms should be located centrally
While t-shirts and ping pong may seem spaces in different ways. within the stack, in case floors are sublet.
a long way from the legal workplace,
there are some striking similarities: 2. Mobile Staff - The overall structure of
AS COST PRESSURES INCREASE,
firms will change. Divisions between practice
EVERY SQUARE METRE OF A LEGAL
/ A similar workstyle requiring long groups will become more flexible. Teams
FITOUT WILL BE QUESTIONED AND
periods of individual, quiet, focused work need to be more mobile to flex or contract NEED TO BE JUSTIFIED.
as demand for particular services arise.
/ Ownership by a group of partners who
share equity in the business 1. There will no longer be the space to store
Staff can easily move matter by matter to unnecessary paper and files, thrusting
/ Individual contracts for a broad client sit next to those with whom they work.
base ranging in size lawyers into the digital age.
Long term 'ownership' of desks and offices
/ The need to specialise across a wide inhibits the speed with which teams can
variety of sectors reconfigure. Storage is the key. 2. Staff and social spaces will increase, but
these will increasingly be shared across
the entire fitout.
Which begs the question, how do Storage = ownership = staff that are
fin-tech firms accommodate the future difficult to move. 3. Many businesses share support
and is this relevant to law firms? functions with other tenants, reducing the
By reducing and centralising storage, staff demand for space. Building owners are
FLEXIBILITY IS PARAMOUNT are less tethered to their desks and mobility increasingly offering large meeting suites
is no longer a barrier to a project (or matter) to entice tenants.
based environment.
There is one certainty in this changing
legal landscape; it will continue to change
and evolve. The workplace model that a
law firm selects today, will change in the
future, often within the life of a tenancy.
Let’s touch base again in 2020 to see if we're on track for 2030"…ARCHITECTURE INTERIOR DESIGN URBAN DESIGN STRATEGY SYDNEY 43 Brisbane Street Surry Hills New South Wales 2010 Australia T +61 2 8354 5100 F +61 2 8354 5199 MELBOURNE 1 Nicholson Street Melbourne Victoria 3000 Australia T +61 3 8664 6200 F +61 3 8664 6300 WWW.BATESSMART.COM
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